This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

Case Details:

Price:

Themes

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Case Length

:

21 Pages

Period

:

1999-2006

Pub. Date

:

2006

Teaching Note

:

Available

Organization

:

Whirlpool Corporation

Industry

:

Electricals and Electronics

Countries

:

USA,
Europe

Abstract:

This case is about the organization development (OD) initiatives undertaken at Whirlpool Corporation (Whirlpool)
to create a new core competency in the form of building an innovation culture within the organization. In the late 1990s, Whirlpool
was faced with stagnation in revenues, profits, and market share. According to analysts, this was a direct result of the stagnation in
its product line due to the lack of innovative products. Whirlpool used the services of Strategos,
a consultancy firm, to develop I-consultants and various I-mentors from within
the organization, to form a coaching network to coach/mentor the employees and
help them develop an innovation mindset.

The case discusses the various steps initiated by the top management at Whirlpool to bring about a change in the company's corporate culture and embed innovation as a core competency. Analysts felt that these efforts had borne fruit, judging by the consistent growth in Whirlpool's revenues since 2002.

Issues:

» Understand the issues and challenges faced by a company in bringing about a change in organization culture

» Appreciate the role of the senior management in culture change initiatives

» Appreciate the importance of coaching/mentoring in changing the organizational culture and creating a core competency

» Appreciate the use of IT for Knowledge Management and Innovation management